Company DNA is the business jargon for organizational culture. This is a metaphor based on the biological term DNA, a molecule that encodes the genetic instructions in living organisms.
In a 1997 book, Gareth Morgan defined the corporate DNA metaphor as "the vision, value, and sense of purpose that binds a common organization" to allow individuals to "understand and absorb missions and challenges of the entire company." Lindgreen and Swaen define it as "organizational culture and strategy". Ken Baskin defines it as a "universally flexible and universally available database and procedures and procedures" that evolve from the company's history, and that the employees of the organization behave in order to satisfy the company's identity. Baskin also equates the availability of information throughout the organization with the presence of DNA in all organisms. Arnold Kransdorff defines corporate DNA as a series of specialist experiences that "characterize any organizational ability to do".
Video Corporate DNA
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In the Business Strategy article, Gary Neilson, Bruce A. Pasternack, and Decio Mendes stated that the four basic DNAs for an organization are its structure, decision rights, motivational factors, and information. In the book DNA Profiles: Innovative Companies: How to Improve Creative Capabilities in Business , Isabelle Denervaud and Olivier Chatin state that the four basic organizations are actors, ideas, emotions, and collaborations. Denervaud and Chatin also expanded the metaphor by identifying factors that could mutate organizational DNA (discontinuities, traditional playgrounds, new land, and individuals), such as genetic mutations that could alter the genome sequences of the organism's genomes, and Neilson, Pasternack, and Mendes depict a companies that adapt to structural and environmental changes analogous to biological adaptations. The term DNA is also used to describe an organization's ability to innovate.
In Corporate Culture: Primary Strategic Assets, Eric Flamholtz and Yvonne Randle state that organizational culture is "passed on to the generation of employees" through the DNA of the organization, and that the DNA of corporate culture is established. "During the early stages" reflecting the "personal and professional values" of the founders. They also state that it can be "transformed through the entrances of new people with new ideas", and significant differences in organizational performance can come from small changes in organizational DNA. According to Virginia Healy-Tangney, such changes must come throughout the organization and take time. These changes can result in increased productivity and profitability, and in reducing employee turnover.
Organizational DNA preservation is important to ensure business continuity and persistence. Organizations have implemented various techniques to prevent organizational DNA controlled by external influences, such as Mars, Incorporated privately owned to restrict control over share capital. Another method is to branding the company's work environment to "clearly reflect the culture" of the organization.
DNA is used to describe the skills, property, or individual qualities that characterize the individual's character.
Source of the article : Wikipedia
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